Designing an L&D program to help managers lead change

Teaching managers how to lead change results in smoother transitions, stronger team alignment and better business results. To be effective, today’s managers must be equipped to navigate uncertainty, drive transformation and support their teams.

Here is a framework for creating an L&D program that empowers managers with the skills, tools and mindset to lead change initiatives successfully.

1. Define your objectives

Start by clearly defining what the L&D program on leading change program should achieve. Objectives might include:

• Understanding change dynamics and their impact on teams
• Developing emotional intelligence to support teams through uncertainty
• Mastering communication strategies to convey vision and address resistance
• Learning to measure and sustain change efforts

To determine your objectives, consider your managers' specific challenges during change initiatives and align the program's goals with your organization’s broader strategic priorities and desired outcomes.

2. Outline core program components

The change management L&D program's core components should focus on building foundational knowledge, developing essential skills and providing practical opportunities to apply learning in real-world scenarios.

Here’s what that may look like:

a. Change leadership fundamentals

Change leadership fundamentals lay the groundwork for understanding change mechanics and addressing the human factors that drive successful transformations.

Understanding change
Introduce change models like Kotter’s 8-Step Change Model or ADKAR to provide a foundation for understanding how change happens.

• Kotter’s 8-Step Change Model: A structured approach to change that includes (1) creating urgency, (2) building coalition, (3) developing vision, (4) communicating the vision, (5) empowering others to act, (6) short-term wins, (7) consolidating, and (8) anchoring change.
• ADKAR: A goal-oriented change model focusing on individual change. The steps are: (1) awareness, (2) desire, (3) knowledge, (4) ability, and (5) reinforcement.

Highlight the difference between managing change (processes) and leading change (people).

• Break down the stages of change using established models.
• Highlight real-world examples of successful change initiatives.
• Discuss common pitfalls in managing vs. leading change and how to avoid them.

The human side of change
Focus on the emotional aspects of change. Use tools like the Kubler-Ross Change Curve or the Bridges’ Transition Model to help managers recognize and address fear, uncertainty and resistance in their teams.

• Kubler-Ross Change Curve: Focuses on the emotional responses to change so managers can recognize and address them. The stages highlighted in this change curve are: (1) shock, (2) denial, (3) frustration, (4) depression, (5) experimentation, (6) decision, and (7) integration.
• Bridges’ Transition Model: Emphasizes the psychological transition people experience during change, with the following stages:  (1) endings, (2) neutral zone, and (3) new beginnings.

Explore the psychological impact of change on individuals and teams.

• Provide strategies for addressing resistance and fostering resilience.
• Use interactive exercises to help managers empathize with their team’s emotional journey.

b. Key skills for leading change

Developing key skills helps managers guide their teams through uncertainty, communicate a clear vision, and adapt strategies to overcome challenges.

Emotional intelligence (EQ)
Teach managers to build self-awareness and empathy to navigate team dynamics during transitions. Include active listening and coaching techniques to address individual concerns.

• Introduce frameworks for developing self-awareness and empathy.
• Facilitate activities that encourage reflection on personal emotional triggers. (Examples include journaling exercises to identify response patterns and guided group discussions to explore emotional triggers in a supportive setting.)
• Practice techniques for active listening and providing constructive feedback.

Vision + communication
Provide training on crafting and delivering clear, compelling messages that align with organizational goals. 

• Include role-play exercises for managing resistance and addressing tough questions.
• Provide templates and tools for creating clear, actionable communication plans.

Change agility
Encourage a growth mindset. Equip managers to adapt strategies and pivot when faced with challenges, using case studies to illustrate successful change initiatives.

• Introduce strategies for fostering adaptability and resilience in dynamic environments.
• Analyze case studies to identify key factors in navigating setbacks effectively.
• Facilitate group discussions on pivoting strategies in response to real-world challenges.

c. Practical application

Practical application bridges the gap between theory and action, allowing managers to practice their skills in realistic scenarios and apply their learning to real-world challenges.

Scenario-based simulations
Engage managers in realistic role-playing exercises to handle challenges like team pushback or resource constraints. For example, simulate a scenario where a manager must address a team’s resistance to a new workflow by clarifying benefits and addressing concerns in real-time.

• Develop role-playing scenarios that reflect common organizational challenges.
• Provide guided feedback to help managers refine their approach.
• Use simulations to practice conflict resolution and resource allocation.

Action learning projects
Assign managers small-scale change initiatives to apply their learning in real-world settings.

• Assign projects that align with current organizational priorities.
• Encourage participants to document their processes and share key learnings.
• Provide mentorship or coaching support throughout the initiative.

Peer learning + collaboration
Facilitate cohort discussions to share experiences and strategies. Include cross-functional workshops to broaden understanding of the impact of change.

• Create small groups to share experiences and brainstorm solutions.
• Host cross-departmental workshops to explore diverse perspectives on change.
• Encourage ongoing peer feedback and support networks beyond the program.

d. Sustaining change

Sustaining change focuses on maintaining momentum by measuring progress, providing continuous support and embedding practices that support long-term success.

Measurement + metrics
Introduce tools to track progress, such as change readiness assessments and stakeholder feedback.

• Change readiness assessments: Evaluate the preparedness of teams and organizations for upcoming changes by identifying potential resistance points and readiness gaps.
• Stakeholder feedback tools: Use platforms like SurveyMonkey or Qualtrics to gather actionable insights from key stakeholders and adjust strategies accordingly.

Demonstrate how to use change readiness assessments to evaluate team preparedness.

• Teach managers to gather and interpret stakeholder feedback effectively.
• Provide templates for tracking progress against key change objectives.

Coaching + feedback
Provide ongoing coaching from senior leaders or external experts. Build a feedback loop to foster continuous improvement.

• Pair managers with experienced mentors for tailored guidance.
• Facilitate regular feedback sessions to address challenges and celebrate progress.
• Offer tools to document lessons learned and apply them to future initiatives.

3. Determine the delivery methods

The delivery methods for your change management L&D program should blend interactive learning, flexible resources and collaborative support to create an engaging and practical development experience for managers.

• Live, interactive sessions: Host workshops or webinars led by instructors with real-world change management expertise.
• Blended learning: Combine live sessions with on-demand content for pre-work or reinforcement.
• Peer coaching: Incorporate group coaching or mentoring to deepen understanding and offer ongoing support.

Benefits of partnering with external experts

External expertise can elevate your change management L&D program by providing the following:

• Credibility: Access to instructors with proven strategies and insights from diverse industries.
• Engaging experiences: Facilitated sessions that encourage interactive learning and discussion.
• Real-world application: Practical, actionable advice tailored to managers’ needs.

Designing and delivering a comprehensive L&D program to strengthen your change management might feel overwhelming, especially when balancing other priorities. Partnering with experts simplifies the process, providing ready-made solutions and guidance that ensure your program delivers results without adding extra burden to your team.

Ready to equip your managers with these skills? Schedule a demo today to see how live learning programs from Electives can strengthen your change management capabilities. By bringing in experts, you can focus on cultivating a high-performance culture while they handle the details of equipping your team for success.